Frequently asked questions

Why does the UHI partnership need to change?

In line with UHI’s Strategic Plan 2030, we are embarking upon a period of transformation that aims to deliver a more unified and integrated partnership to become as effective as possible. All partners have agreed that the status quo is not sustainable. Reasons for this vary from financial challenges to complexities across processes such as duplicated services.

The UHI partnership is the country’s youngest university, spanning two-thirds of Scotland, an expansive reach that presents both unique challenges and exciting opportunities. For us to be the best we can be for our students, staff and communities across our regions, we must continue to adapt and evolve.

In addition, we are facing financial challenges against a backdrop of continuous change in the further and higher education landscape. A more integrated partnership, where we work closer together through the creation of a new operating model, would not only stabilise our finances but will also enhance services for students, communities and the economy, ensuring a more resilient future and platform for growth for the UHI partnership and our staff.

What are the estimated timescales of the transformation process?

The UHI partnership is at the early stages of the process, with substantial planning, engagement, and collaboration with all students, staff and other stakeholders ahead. Currently, the estimated timeline for the full implementation of a new model is expected to be five to ten years, with some changes estimated to start in two years’ time. However, these timescales may be adjusted as time goes on based on several factors including funding availability, stakeholder input, and external market conditions. 

• Spring/summer 2025: he current engagement period will run until Friday 2 May and involves directly talking to students, staff and other key stakeholders about our early proposals for a more integrated partnership. The Full Business Case will then be developed with ongoing engagement taking place to help inform its development. 
• Later in 2025: Secure approval from University Court and partners boards of management to move forward with a Full Business Case for a new operating model.  
• If agreed, a formal consultation and engagement process on a Full Business Case would follow, this is expected to take place throughout the next academic year which runs from 1 August 2025 to 31 July 2026.  

What is the Scottish Government and Scottish Funding Council’s stance on this process?

The Scottish Government and the Scottish Funding Council are fully supportive of the process the UHI partnership are undertaking and have now provided funding, in a very constrained public sector funding environment, to ensure that we can fully deliver on the development of the Full Business Case. They have also provided assurances that should the Full Business Case demonstrate a credible path to a financially sustainable solution for the UHI partnership, they will support the implementation of the proposal.

What is a new ‘operating model’ for the UHI partnership?

A proposed new operating model describes how an institution is organised to deliver its goals. For UHI it includes aspects such as its governance, processes, systems, staffing structures, culture and skills. By transforming UHI into a more integrated institution through the creation of a new operating model, we can allocate a greater share of funding and income to academic delivery, increase operational efficiencies, and build resilience through shared resources.

What challenges do you anticipate in implementing the new operating model, and how do you plan to address them?

Implementing a new operating model across a partnership as complex as UHI is a significant challenge, with potential obstacles such as timeline delays, difficulties in reaching consensus among partners, and unmet stakeholder expectations. We have developed a list of identified risks and corresponding mitigation strategies which will be adhered to throughout the development of the Full Business Case and reported to the governing bodies responsible for developing a new operating model.

How does the proposed operating model align with UHI’s Strategic Plan 2030?

The Strategic Plan 2030 calls for a new partnership operating model and simplified governance structures to enable the UHI partnership to function as an integrated organisation. The Outline Business Case represents a crucial first step toward realising this ambition and achieving the strategic themes outlined in the 2030 plan, ultimately leading to a stronger and more resilient UHI.

Which partners are involved in the development of the new operating model?

The work is being overseen by the Transition Executive Board, whose membership includes the principals of all UHI partner institutions. Options for the new operating model focus on how UHI Argyll; UHI Inverness; UHI Moray; UHI North, West and Hebrides; UHI Perth; UHI Shetland and the university could become more integrated.  Alongside these options, Highland Theological College (HTC); UHI Orkney; Sabhal Mòr Ostaig and the Scottish Association for Marine Science (SAMS) would remain UHI partners and also maintain their independence due to their specialised governance structures and unique functions. 

What will be included in the Full Business Case?

The Full Business Case will set out:

• The strategic context within which the UHI partnership works
• Why the UHI partnership need to change our operating model
• The mission, vision and principles that frame the changes the UHI partnership are seeking to make
• The benefits the UHI partnership are seeking to deliver and the challenges we are seeking to overcome
• The process the UHI partnership have gone through to look at different options and the reasons why some of those options have not been taken forward
• The preferred option(s) the UHI partnership have explored set out in full detail alongside the necessary statutory assessments, such as equality, diversity impact assessment and island communities impact assessments
• The financial projections for staying the same and the impact that the changes the UHI partnership are proposing have on the financial projection
• An economic impact assessment, detailing how our changes will impact on the economy of the regions we serve as a partnership
• How the changes the UHI partnership have proposed will be delivered, their costs and the timeline.

Will I get the opportunity to share my perspective on the Full Business Case?

Yes. The Full Business Case is a very detailed piece of work, and the UHI partnership will look to the experience and knowledge of staff to make it as robust as possible. To do this we will engage with students, staff and stakeholders throughout its development, such as opportunities to take part in focus groups, to help inform the Full Business Case before it is submitted to UHI governing bodies.

Once approved by governing bodies, it is likely that we will have to undertake a full public consultation giving all students, staff and stakeholders the opportunity to share their perspectives on the Full Business Case.

When do you expect the Full Business Case to be complete?

We are seeking to complete the Full Business Case within this calendar year (2025), this is subject to change, and we will ensure that students, staff and stakeholders remain informed throughout the process.

How will the changes impact my course of study?  Will my course be stopped?

For all students currently enrolled with a UHI partner, your programme and the academic support you receive will not change in this academic year as a result of this project. If your academic partner needs to make changes during the academic year to your programme or support systems for other reasons, they will contact all affected students for consultation and discussion.  

Longer term, any proposed changes will mean more money for the student experience as set out in the UHI Transformation engagement summary . It may also lead to changes to courses, particularly for new students, but all changes will be made clear when students complete their registration.  

The Highlands and Islands Students Association (HISA) has an independent Advice Service which can support you if you have any worries or concerns.

How have students been included in the decision-making process, given their critical role as stakeholders?

The Highlands and Islands Students Association (HISA) have been, and will remain, fully involved in the development of the work and are actively shaping our engagement approach with students. A proportion of the Scottish Funding Council funding to develop the Full Business Case will be provided to HISA to enhance their ability to ensure the student voice is central to the development of the proposals.

Will I lose any facilities from my current studies?

You will not lose access to any facilities during the 2024-25 academic year as a result of this project. However, there are ongoing plans to review the use of services, estates and facilities across the partnership as part of this project. If individual facilities need to change as a result of local changes within your academic partner, students will be kept informed. 

Can I continue studying at my chosen location?

Yes, you will be able to continue your studies as planned in the location you have chosen for this academic year. UHI will operate in all its current locations during the 2024-25 academic year, but local facilities and buildings will be regularly reviewed for use.   

What are the benefits to current and future UHI students? This change says that it will increase the proportion of resources spent on students, but what will this mean in practice?

Any changes made will be done ensuring that more money and resources are released to support the student experience. Changes are aimed at ensuring that UHI can become sustainable and flourish.

These benefits will include:

• Higher investment in teaching and research resources and quality
• More student support services (for example, wellbeing, academic support, improved systems)
• Clear and reliable processes, from enquiry and application to graduation
• A strong student community with opportunities to socialise outside the classroom
• Access to career and employability support
• More opportunities to learn or speak Gaelic
• Access to facilities within your local area

What mechanisms will be put in place to ensure the staff voice is heard going forward?

Phase one of the engagement process runs from Monday 10 March to Friday 2 May giving staff, students and other key stakeholders the chance to provide feedback on the set parameters for developing change proposals. This feedback will be incorporated into the Full Business Case development process.

As we begin to develop the detail of the change proposal, staff will have multiple opportunities to input and help shape the proposals. Staff governors and trade unions will also be fully involved.

If you would like to be more directly involved through opportunities such as focus groups, you can email the Transformation team.

How will a new operating model affect job roles, and is there a risk of staff redundancies?

At this early stage of the change process, there will be no immediate impact on jobs. The Full Business Case will conduct a comprehensive review of our current structure and services, identifying practical changes needed, including potential adjustments to staffing and their effects on service delivery across the partnership. This process will involve an in-depth analysis of existing structures across all partner organisations to explore opportunities for greater efficiency, alongside full consultation with staff and trade unions.

How are you engaging with trade unions?

We have established a trade union engagement forum and invited the University and College Union (UCU), Further Education Lecturers' Association (EIS-FELA), UNISON, GMB and UNITE.

The approach to the development of the Full Business Case is to ensure that it is inclusive of all partners so that changes that we set out within the business case are agreed before it is presented to the Scottish Funding Council and Scottish Ministers.